Few types of construction projects generate more public debate than data centers. Headlines often focus on power demand, water use and , while the people who build these facilities and the critical daily functions they support are often left out of the conversation. Separating fact from perception has never been more important. 

“When residents see a  proposal, they often fear it will strain the public infrastructure and lead to traffic congestion during the development and negative environmental impacts,” said Pete Duenas, senior project manager and team leader at . “The reality for our modern data center builds is the opposite.” 

�鶹��Ƶ has worked on dozens of data center projects and understands the impact they have on their communities. Duenas and his colleagues spoke with Bisnow about some of the most common criticisms of mission-critical facilities and separated fact from perception. 

Data Centers Are Always Bad For Communities

Many communities are skeptical of data center projects because they believe they will lead to higher utility bills, more traffic and the draining of local resources. Duenas said that conversation is more nuanced than people think. 

“Data centers require minimal municipal services, do not create rush-hour traffic, and they do not place a heavy demand on local police and fire departments,” he said. “They are actually some of the largest single property and equipment taxpayers in the counties and contribute millions of dollars directly into local funding for schools, parks and public safety.” 

Data centers also serve as primary contributors to utility infrastructure upgrades in the cities where they are built, Duenas said. Because they require high-reliability power, building them often requires the developers to fund the modernization of regional substations and transmission lines, which improves grid stability and capacity for the surrounding community.

“�鶹��Ƶ and its clients recognize the impact hyperscale projects can have and work to ensure they deliver a net benefit to the communities they serve,” said Sean Nolan, �鶹��Ƶ vice president and senior project manager. “We actively partner with local organizations, businesses and charities to give back in meaningful ways.” 

Nolan said that in Bosque County, Texas, �鶹��Ƶ has supported fundraisers, sponsorships and volunteer efforts while also contributing to infrastructure improvements, local emergency responders and local businesses.

“In partnership with our client, these efforts have resulted in significant community investment, including infrastructure upgrades valued at over $675K and over $25M in contracts with local trades,” he said. 

Nolan said one of the most persistent challenges in community engagement is misinformation around data center water consumption. 

The public narrative often focuses on open-loop evaporative cooling systems, which lose a significant portion of withdrawn water to evaporation. But that is an increasingly outdated picture of how modern facilities are built, Nolan said. Closed-loop systems circulate water, continuously reusing it and reducing consumption by a sizable amount compared to traditional evaporative methods.

“In my experience, closed-loop systems have become the overwhelming majority of new projects we’re delivering, which means the consumption rates being cited in community discussions often bear little resemblance to what these buildings actually use,” he said. 

Most importantly, Nolan said, �鶹��Ƶ’s teams live and work in these communities during projects, which drives their commitment to being responsive, informative neighbors that leave a lasting positive impact. 

Data Center Projects Only Create Temporary Jobs

One common refrain is that data center projects provide only temporary jobs that disappear once the project is complete. Dave Sitkowski, �鶹��Ƶ managing director and mission-critical practice lead, said that is far from true. 

“Every construction project has an end date. Careers don’t,” he said. 

Mission-critical is one of the fastest-growing sectors in construction, and the demand for experienced people far exceeds the existing talent pool, Sitkowski said. 

“At �鶹��Ƶ, we believe if you find good humans with the right mindset, you can teach the technical side of the business,” he said. “We invest heavily in developing talent, whether someone is an intern just entering the workforce or a seasoned professional looking to make a midcareer transition. The projects may be temporary. The opportunities aren’t.” 

Duenas said the technical skills required to coordinate the mechanical, electrical and plumbing systems, manage massive backup generators and balance closed-loop chilled water systems take time to learn and can’t be picked up overnight. 

The knowledge gained by �鶹��Ƶ employees on one project compounds and doesn’t disappear when the building is handed over to the client. It carries over. 

And for communities where construction labor is in short supply, contractors like �鶹��Ƶ are getting creative and even partnering with technical and junior college programs to fast-track real-world careers, a mutually beneficial and lasting effect of these builds. 

“While the operations teams inside a completed data center may be relatively small, the economic ripple effect is much larger,” Sitkowski said.

A direct job in the data center industry supports more than six other jobs in the U.S. economy,  conducted on behalf of the Data Center Coalition. 

Data Centers Are Only Built To Fuel Artificial Intelligence

While  is certainly driving a lot of today’s data center headlines, it is only one part of the story, Sitkowski said. 

“Think about how many times you’ve reached for your phone today,” he said. “Most people interact with data centers hundreds of times a day without realizing it. They power the digital experiences we’ve woven into everyday life.” 

He said he wished the public understood the people and businesses behind these facilities. Building a data center takes thousands of individuals across dozens of disciplines, from electricians, pipefitters and carpenters to project engineers, schedulers, safety professionals and commissioning experts. Local suppliers provide materials, truck drivers move equipment, restaurants feed crews, hotels house traveling workers, and small businesses benefit from the activity these projects generate.

Sitkowski added that while it’s fair for communities to ask questions about energy use, water and local impact, it is equally important to recognize that data centers aren’t a distant concept built only for future technologies. They are essential infrastructure supporting the way we live, work, learn and stay connected today.

“Whether you’re checking directions, paying a bill, attending a virtual doctor’s appointment or backing up family photos, you’re relying on data centers,” he said. “AI may be driving today’s headlines, but these facilities have quietly powered modern life for years.”

As demand for digital infrastructure continues to grow, so will questions from the communities where these facilities are proposed. �鶹��Ƶ believes those conversations should be grounded in transparency, facts and genuine community engagement. The more people understand how modern data centers are designed, built and operated, the better equipped communities will be to evaluate both the challenges and the opportunities they bring.

This article was produced in collaboration between �鶹��Ƶ and Studio B. Bisnow news staff was not involved in the production of this content. Find the piece on their site .

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�鶹��Ƶ has been working at 300 North LaSalle since the building opened in 2009. �鶹��Ƶ completed projects for over 19 tenants across nearly 50 floors, resulting in more than 1 million square-feet of tenant interior work. That’s not just an impressive statistic; it’s the foundation of something even harder to replicate – institutional knowledge that yields a lasting competitive advantage.

To read the full article, .

The post Less space, higher standards: Delivering in today’s office market appeared first on �鶹��Ƶ.

Some client relationships are measured by the number of projects completed. Others are measured by the confidence built along the way.

For �鶹��Ƶ’s partnership with law firm Duane Morris, that confidence has grown with every office delivered. What began with a project in Chicago quickly expanded into work across Boca Raton, Houston, Austin, Dallas, Fort Worth, Los Angeles, San Diego, Miami, New Jersey, New York, Baltimore, Washington, D.C., Pittsburgh and Atlanta. Today, the relationship spans across multiple �鶹��Ƶ offices, built on a simple foundation: consistency.

No matter where the next office is located, or which �鶹��Ƶ team is leading the work, the expectation remains the same. Deliver the same level of quality, communicate openly and execute each project with the same level of care, resulting in a successful office delivered on schedule and on budget. For Duane Morris, that consistency has made �鶹��Ƶ more than a contractor. We’ve become a trusted extension of their team.

Consistency Creates Confidence

Every city brings new trade partners, inspectors, permitting requirements and building conditions. While those variables change from market to market, the client experience shouldn’t.

Because the �鶹��Ƶ team has delivered multiple Duane Morris offices, each project starts with a deep understanding of the firm’s standards, finishes and expectations. That familiarity simplifies everything from procurement and submittals to scheduling and approvals, allowing the team to spend less time getting up to speed and more time focused on execution. It also allows teams across the country to deliver the same quality and experience, regardless of location.

Just as importantly, it creates confidence. By the time projects reached Dallas and New York, many conversations were no longer about explaining what the client wanted, but confirming solutions everyone already knew would work. Teams also build on one another’s experience. If a challenge has already been solved on one project, that knowledge is shared across offices, creating smarter solutions while maintaining a consistent outcome for the client.

�鶹��Ƶ Insight: “After working together across multiple offices, you start anticipating what the client needs before they even ask. That familiarity helps projects move faster while maintaining the same level of quality every time,” Senior Superintendent, Scott Lattimer, said.

Communication That Keeps the Projects Moving

Successful repeat partnerships aren’t built by avoiding challenges. They’re built by addressing them early, communicating openly and solving them together.

Throughout each Duane Morris project, �鶹��Ƶ has prioritized proactive communication, setting realistic expectations from the outset and maintaining alignment as work progresses. That approach has helped streamline decision-making, reduce surprises and keep projects moving even when unexpected conditions arise.

One example came during the Austin office build, when the team encountered structural limitations while installing floor boxes in a conference room. Rather than compromising the design or disrupting the schedule, �鶹��Ƶ worked closely with the building team to develop a creative solution that rerouted the electrical through a carefully planned trench in the post-tension slab. After extensively reviewing original drawings and mapping existing conditions to ensure the work could be performed safely, the team executed the trench by hand with minimal disruption, preserving the design intent while keeping the project on track and within budget.

A Relationship That Travels Well

The true measure of a partnership isn’t a single project, but the confidence to work together again and again.

For Duane Morris, each completed office has strengthened the foundation for the next one. Teams across �鶹��Ƶ’s offices share knowledge, apply lessons from previous builds and provide a familiar experience, whether the project is in Texas, Florida, California or New York.

That continuity is what gives national clients confidence to expand with the same partner. No matter which �鶹��Ƶ office is leading the project, clients know they can expect the same high standards, the same collaborative approach and the same successful outcome. It’s not just about knowing how to build another office. It’s about knowing how they work.

�鶹��Ƶ Insight: ” One of the biggest advantages of working across multiple offices is the consistency we can provide. If one team has solved a challenge before, another office is just a phone call away. That shared knowledge creates the same experience for the client, no matter where the project is located,” said Vice President, Senior Project Manager, Team Leader, Tom McLaughlin.

TLDR

The Challenge: Creating a consistent experience across multiple office build-outs while meeting the unique goals of each location.

The Solution: Investing in the relationship, not just the project, through transparency, responsiveness and a team that understands the client’s standards inside and out.

The Outcome: A long-standing partnership built on trust and the confidence to take on the next project together.

Unit Next Time

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When a legacy brand expands, the challenge goes beyond opening a new location. The experience diners expect has been cultivated over decades, and every detail of the space must honor that reputation. For �鶹��Ƶ, that means translating a well-known dining identity into a new environment that functions as seamlessly behind the scenes as it does for its guests.

To read the full article, .

The post Building the next chapter for a Chicago dining icon: Gibsons Tavern appeared first on �鶹��Ƶ.

Why Century City?

In an era of “flight to quality,” businesses are prioritizing office environments that offer more than just square footage. A recent JLL study recognized Avenue of the Stars as one of the top 10 office streets in the nation, underscoring Century City’s position as a premier corporate hub. The rapid lease-up of 1950 and 2000 Avenue of the Stars, despite rising vacancies nationwide, signals that well-designed, strategically located office spaces continue to command attention.

Companies are no longer simply leasing office space, they are curating experiences. A well-executed office is a tool for culture, collaboration and productivity. Century City’s mix of world-class architecture and thriving business ecosystem is at the forefront of this transformation.

Navigating Century City’s unique building challenges

High-end office build-outs in Century City come with unique challenges and opportunities. Contractors well-versed in the nuances of this district know that successful projects here demand more than just craftsmanship, they require deep logistical expertise, strong relationships with building managers and innovative problem-solving.

Logistical expertise and scheduling precision

Navigating the tightly regulated and high-traffic environment of Century City requires meticulous planning. Deliveries must be timed around peak traffic hours, and material movement must be coordinated efficiently to maintain schedules. �鶹��Ƶ, with more than 3.3 million square feet of completed projects in Century City, has mastered these challenges. Their deep understanding of the area allows them to work seamlessly with building managers and city regulations, ensuring projects move forward without unnecessary delays.

The role of technology in construction

Cutting-edge technology is playing a critical role in refining the build process. During a recent high-end fit-out for a high-profile confidential law firm at 2000 Avenue of the Stars, �鶹��Ƶ deployed a construction robot that helped identify base building misalignments—an issue that, if undetected, could have resulted in costly rework and delays. Additionally, �鶹��Ƶ used advanced mapping tools to lay out finishes, outlets, lighting and sprinkler locations ahead of permitting, allowing the team to mitigate potential roadblocks and keep the project on schedule.

Craftsmanship and design intent

Century City’s office spaces are defined by their quality and attention to detail. Delivering on that expectation means going beyond the plans—truly understanding design intent. With a combined 1,000 years of experience, �鶹��Ƶ’s field team has built some of the most prestigious spaces in the district, including projects for Willkie Farr & Gallagher, UBS, Manatt, Phelps & Phillips, Cox, Castle & Nicholson, Seyfarth Shaw and Prudential. Their expertise ensures that every design element is executed with precision, seamlessly integrating high-end finishes, custom millwork and complex MEP systems.

A track record of excellence

Some of the city’s most notable businesses have trusted �鶹��Ƶ to bring their office visions to life. From law firms like Venable and Phelps & Phillips to dynamic destinations like Eataly, �鶹��Ƶ’s ability to execute sophisticated, high-end spaces has made them a trusted partner in Century City.

What’s next for office spaces in century city?

Century City remains a benchmark for what’s possible in high-end workplace design as the office landscape continues to evolve. Companies seeking to create environments that inspire productivity and collaboration will find that Century City exceeds those expectations—provided they have the right construction partners to navigate the complexities of building in this iconic district.

Managing Director of �鶹��Ƶ, Randy Starbird, puts it best: “Building in Century City demands a blend of precision, creativity and a deep understanding of the market. It’s not just about meeting deadlines but about creating spaces that elevate the businesses they house. The future of office spaces here will continue to push boundaries, and we’re excited to be at the forefront of that transformation.”

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When providing people with a luxury retail experience, companies want their customers to feel the same energy no matter where they are. That’s why it’s important for contractors to understand the unique needs and brand identity of retail clients.

After demonstrating our commitment to luxury mattress retailer ’s vision on their Washington D.C. Viewing Room, what began as a single project quickly grew into a nationwide partnership. Since 2021, �鶹��Ƶ has delivered 26 Saatva brick-and-mortar locations across the country, spanning six of our eight offices, alongside fellow contractor Columbia who serves as Saatva’s project manager.

Getting Separate Teams on the Same Page

Sometimes those projects require �鶹��Ƶ teams to travel to them.

“It’s gotten to the point that, no matter where the project is, we find a way to do it,” , Managing Director, Project Executive at �鶹��Ƶ said.

There was a learning curve at first because projects were spread across different regions, and teams were acting independently, exacerbating the challenge that each Viewing Room serves one client, all with the same goal. To remedy this, �鶹��Ƶ made a point to narrow down a core group of subcontractors in each region that would ensure every aspect of each project went smoothly, from millwork installs to initial drawings visualizing a familiar energy in a new space.

There was also a refocus on collaboration. Each region started weekly meetings, keeping each other up to date on new best practices, changes in products, or schedule updates for openings.

�鶹��Ƶ Insight: “It speaks to �鶹��Ƶ’s interconnectivity of managing these national accounts, and having the client receive the same level of look on every project we do for them,” Senior Project Manager said.

Start on Time, Leave on Time

Saatva can’t sell without product in its Viewing Rooms. So, as construction comes to a close, priorities shift to stocking and training employees. To avoid operational overlap, �鶹��Ƶ started a countdown to share with Saatva, laying out where in the build our teams will be each day before move-in. Not only does it respect the time of our client, but it also helps them understand each element our teams bring to build their spaces from the ground up.

“After completing more than 25 locations together, we have developed a collaborative process where each project builds on the last,” Matt Lim, Saatva’s Director of Real Estate, said. “Because �鶹��Ƶ knows our prototype, design intent, and operating priorities so well, there is far less of a learning curve from location to location. That familiarity helps improve coordination, identify challenges earlier, and apply lessons learned across the portfolio.”

Streamlining Procedures for Saatva’s Signature

A process that has received a lot of TLC is understanding how to bring in and assemble Saatva’s signature painted tree. With a sectioned-off base and branches organized in a color and number-coded system, it’s important to get assembly right on the first try.

“[Once the tree] is about 85% built, the final 25% is where we coordinate with the design teams,” Jewart said. “We take photos of that tree from four or five different angles and then we get their comments back. The first time or two it was heavier rotations, we didn’t really know what they were looking for. But, by the time we got to our fourth location, we knew what they were expecting.”

“As we expanded the concept across multiple locations, our teams worked closely with �鶹��Ƶ to refine how the trees are installed in the field,” Lim said. “Together, we developed a lighter spray finish that preserves the aesthetic while placing less stress on the branches, along with a discreet internal wiring system that helps maintain the tree’s natural form over time. These thoughtful refinements ensure the installation remains both beautiful and durable across our growing portfolio of Viewing Rooms.”

Once positioning is approved by the client, it gets a few coats of cloud-like paint and construction teams start to move out.

“It’s their staple from location to location,” Jewart said. “So, now every Viewing Room that people walk into, they have a very central component that brings consistency to all their locations.”

Client Insight:“It’s a small detail, but it reflects how the partnership works. Because we have collaborated across so many projects, each new Viewing Room becomes an opportunity to refine the last,” Lim said. “This kind of ongoing collaboration has helped us build a repeatable system that keeps the Saatva experience consistent as we grow.”

With trusted subcontractors in each region and an open line of communication between �鶹��Ƶ, Saatva and Columbia, each project just gets better. With nearly 10 Viewing Rooms across the country in the building process, recently completed Viewing Rooms in Atlanta and , Saatva plans to have 60 Viewing Rooms by 2028. �鶹��Ƶ is excited to grow with our longtime partners and continue to develop processes that lead to a seamless build.

TLDR

The Challenge: Luxury retail demands similar elements to deliver a consistent customer experience under strict deadlines to ensure the brick-and-mortar location is up and running and selling as soon as possible.

The Solution: Building off an existing relationship, �鶹��Ƶ was able to learn the client’s preferences to streamline operations in and out of market. Weekly calls have become a regular part of the workflow to keep both contractors and clients up to date on any schedule changes or developments on future projects, and �鶹��Ƶ has identified trusted millworkers who make it happen.

The Outcome: A consistent product delivered across 26 completed Viewing Rooms, with multiple on the way, has resulted in an enduring working relationship, providing opportunities in new markets.

Until Next Time

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A decade ago, data center construction was still a relatively new frontier. �鶹��Ƶ, being an early trusted contractor in the sector, was already immersed in building these ultra-sensitive environments that required meticulous planning, coordination, building, testing and commissioning. So, when , a hyperscale data center infrastructure developer with 25+ years of expertise in designing, modernizing and operating AI-ready facilities worldwide, brought �鶹��Ƶ on for its Chicago projects, the partnership clicked quickly. Those early projects built more than just spaces; they created a shared understanding of the pace, pressure and problem-solving needed in these environments.

From , the partnership quickly expanded to , where �鶹��Ƶ navigated a milestone live renovation that demanded both precision and flexibility. Next, a fast-track expansion in , Washington tested the teams with unexpected challenges. But the rapport forged over the years allowed �鶹��Ƶ and to adapt in real time, keeping the project on schedule without compromising quality.

A Relationship That Opened a New Market

Those back-to-back successes ultimately opened the door to Houston. When Serverfarm planned its new , bringing �鶹��Ƶ on board was the obvious choice. No matter which �鶹��Ƶ team was deployed, the group came in aligned on Serverfarm’s standards and expectations. Years of collaboration created a shared understanding of the client’s decision-making style and operational priorities, allowing the team to mobilize quickly and deliver on schedule while exceeding expectations. While �鶹��Ƶ builds data centers every day, it’s the logistics, trust and alignment of personalities that truly define these projects, and that alignment extends well beyond the jobsite.

This collaboration was on full display at the recent topping out for Serverfarm’s CTX2 facility, where multiple �鶹��Ƶ offices stood alongside Serverfarm and trade partners to celebrate the structure reaching its highest point. The moment recognized not just schedule progress, but the craft professionals and safety culture that made it possible. For a partnership built across cities, it was a reminder that the work ultimately comes down to people on site, executing the same standard no matter the zip code.

Aligned on What Matters: Performance and Sustainability

The Houston campus represents an opportunity to deliver on Serverfarm’s commitment to sustainable infrastructure development. The CTX campus features two facilities with closed-loop cooling technology that eliminates water waste – a significant achievement in an industry where traditional data centers can consume millions of gallons monthly. This approach aligns with Serverfarm’s broader sustainability strategy, including adaptive reuse methodology that significantly reduces embodied carbon compared to ground-up construction.

For �鶹��Ƶ, this meant building to exacting technical specifications while supporting Serverfarm’s environmental targets. The facilities are designed to support high-density AI workloads with rack capacities of 50kW and above, requiring precise coordination of power, cooling and structural systems. Delivering this level of performance within aggressive timelines demanded the kind of operational fluency that only comes from years of partnership.

Achieving a �鶹��Ƶ Standard

Houston has also exemplified a new standard of collaboration across regions. The project draws on expertise from multiple �鶹��Ƶ offices nationwide, each contributing complementary strengths while working from the same proven processes. One team leads one project, while another leads the neighboring one, and both operate with aligned expectations around quality, communication and consistency. Local Texas team members were integrated early to support subcontractor relationships and regional building practices, creating a blend of national standards and local insight. From paperwork and financial processes to safety culture and OAC meetings, �鶹��Ƶ operates with a shared approach across regions, ensuring consistency without losing local perspective.

A Launchpad for What Comes Next

As the first project reaches its final stages, the Texas portfolio is positioned to grow with continued involvement from �鶹��Ƶ teams across the country. Serverfarm’s focus on sustainable, AI-ready infrastructure positions them as a leader in next-generation data center development, and �鶹��Ƶ’s ability to deliver complex, high-performance facilities across multiple markets makes the partnership a natural fit for what comes next. What began as a single project years ago has become a nationwide relationship built on shared knowledge, adaptability and the confidence that comes from delivering complex environments.

TLDR (Too Long Didn’t Read)

The Challenge: Delivering mission critical projects across diverse regions while maintaining consistent standards, meeting fast-track schedules, supporting ambitious sustainability targets and building AI-ready infrastructure with high-density power requirements.

The Solution: Deploying experienced cross-regional teams who understand the client’s operations and sustainability commitments, integrating early, communicating transparently and applying lessons learned from nearly a decade of shared work.

The Outcome: A national partnership built on reliability, adaptability and the kind of trust that opens new markets and keeps projects moving, delivering sustainable, high-performance facilities that support the future of AI infrastructure.

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According to a CNBC survey, employees who are involved in mentoring programs have a 50% higher retention rate than those who are not, and 90% of workers who have a mentor report being happy in their job. A robust mentoring program is an advantage in the competitive labor market of construction.  As we celebrate National Mentoring Month, �鶹��Ƶ is excited to be kicking off year six of our Mentoring Program. The program is part of our ongoing commitment to our employees’ professional development and career growth and supports our Values of Teamwork, Service and Leadership.

This year-long initiative is open to all employees with at least one year of tenure with �鶹��Ƶ. Employees can apply to be either a mentor, a mentee or both. Our participants are diverse and come from all eight of our offices. Mentoring and mentee opportunities are available for employees across various roles and can foster connections between Project Engineers, Project Managers, Superintendents and anyone with a shared desire to learn from each other and expand their professional network. As of year-end 2025, over 120 employees have been in the program, with many mentors serving more than once.

 “I got paired with a woman superintendent in mission critical, and shortly after that, I ended up getting transferred to one of our mission critical teams,” shared Rebecca Dwyer, Assistant Project Manager in our New York office. “It was a great opportunity for me to be able to pick her brain on this sector of the industry.”

The group starts with a virtual kick-off session in January, where their matches are revealed. There are supplemental materials available for the teams that prefer a bit of structure, including sample meeting agendas and suggested activities, but the intent is for the pairs to determine their agenda and how to work together best to meet the mentee’s goals.

�鶹��Ƶ hosts quarterly open sessions where the group comes together for an informal learning session; past topics have included “How to have a great conversation,” “Helping prep for your mid-year review,” “How to love criticism,” and “Understanding your DiSC styles to improve communication.”

Reflecting on his experience in the program, Senior Project Manager Pasquale Perrini shared, “I think the program is great and both mentor and mentees take something from it at every conversation. It encourages meaningful connections, honest conversations and reinforces a culture of learning across the organization”.

The success of the �鶹��Ƶ mentoring program is due to the dedicated employees who have chosen to set time aside to work not only for their own development but also for others. A special shout-out to the mentors who’ve returned year after year to offer their time to a new group of mentees and the mentees who became mentors to pay it forward.

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Company Awards:

�鶹��Ƶ was once again recognized as a U.S. Best Managed Company, sponsored by Deloitte Private and The Wall Street Journal, earning the distinction for 2024 and 2025.

�鶹��Ƶ was also named to Newsweek’s List of America’s Top Most Loved Workplaces for 2025 marking our third year on the list!

Project Awards:

ENR Midwest, Best Regional Project // Interiors/Tenant Improvement – Kirkland & Ellis (Chicago)
ENR Midwest, Best Regional Project // Small Project – LOT Polish Airlines – Terminal 5 Lounge
ENR Texas & Southeast, Award of Merit // Interiors/Tenant Improvement – HF Sinclair (Dallas)
Los Angeles Business Journal CRE Awards // Silver Award, Tenant Improvement – Lincoln International (Los Angeles)
Los Angeles Business Journal CRE Awards // Bronze Award, Tenant Improvement; IIDA Calibre Design Award, Work Large – Skadden (Los Angeles)IIDA Calibre Design Award // Work Large – Skadden (Los Angeles)
Airport F&B + Hospitality Awards // Restaurant Design of the Year –Soleil Brasserie at LGA (New York)
Airport F&B + Hospitality Awards // F&B Opening of the Year (Americas) – LGA Food Hall (New York)
Airport F&B + Hospitality Awards // Food to Go Offer of the Year – R.J. Grunts at Midway (Chicago)

National Rankings:

Engineering News-Record (ENR) – Top 400 Contractors: #58 (2025)

Building Design+Construction – Giants 400 Report

• Giants 400 Overall: #34
• Top Workplace Interiors Contractors: #4
• Top Data Center Contractors: #14
• Top Office Sector Contractors: #9
• Top Airport Facility Contractors: #33
• Top Retail Sector Contractors: #27

ENR Regional Rankings (New Additions in 2025)

• ENR West: #64
• ENR East: #28
• ENR Mountain States & Southwest: #54

Regional Rankings

• LA Times Studios, Top General Contractors: #23
• Los Angeles Business Journal, Top Contractors: #22
• Crain’s Chicago Largest Construction Companies: #4
• Crain’s Chicago Largest Privately Held Companies: #45
• Washington Business Journal, Largest Interior Contractors: #6
• Washington Business Journal, Largest General Contractors: #14

Best Places to Work:

�鶹��Ƶ continued its long-standing recognition as a top workplace across multiple markets: Crain’s Chicago Best Places to Work, Crain’s New York Best Places to Work, Dallas Business Journal Best Places to Work and Los Angeles Business Journal Best Places to Work

People Awards:

Casey Flynn – CLM Magazine’s Phenoms Under 40

Tyler Stevenson – Dallas Business Journal’s 40 Under 40

Conor Brandquist – Washington Business Journal’s 40 Under 40

Amber MaCauley – Los Angeles Business Journal’s Women of Influence

Adam Wojack and Jeremy Stanek – AZ Big 100, 50 Arizona Business Leaders to Watch

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A True Partnership in Practice

When the �鶹��Ƶ team talks about their relationship with , the trust and familiarity come across immediately. It’s the kind of rapport that only develops after years of solving problems together, showing up early to scope reviews and staying late to figure out how to phase a tricky furniture delivery.

Alongside design firm Partners by Design and ACRE Project Management, what began with one project in Chicago has grown into nine completed offices with several more underway. From San Francisco to Austin to Atlanta, each project reflects a shared commitment to transparency, quick thinking and the kind of trust that turns challenges into collective problem-solving instead of finger-pointing.

Law firm construction demands precision and consistency across every market. Sound attenuation between offices, seamless technology integration and attention to detail support the way legal teams work. What makes this partnership stand out is the trust built through repetition. Each new office benefits from lessons learned in the last, allowing the team to anticipate needs, streamline coordination and deliver the same quality nationwide without repeating the learning curve.

Early Collaboration Sets the Standard

The LA office was the turning point. After that build, Clark Hill began bringing �鶹��Ƶ to projects outside their home market, proving the relationship could scale across state lines and office dynamics. Getting insight into how different subcontractors operate and how various states approach construction was pivotal to launching and finishing subsequent projects successfully.

Austin marked the next evolution. For the first time, �鶹��Ƶ was brought in at design development, sitting down with Clark Hill leadership and Partners by Design architects before drawings were finalized. The team could flag long lead times on materials, offer constructability input on operable partitions and steer decisions that would impact the schedule months down the line.

�鶹��Ƶ Insight: “Having constructability input from the beginning has benefited every project we’ve done with Clark Hill,” said Colin O’Connell. “We’re thinking through how operable partitions get framed, how shop drawings need to be done early to meet the schedule. That construction-minded approach makes a real difference.”

That early involvement became standard practice. On every subsequent project, �鶹��Ƶ has been part of the conversation from the start, which means fewer surprises and more strategic decisions. By integrating a construction-minded approach with design, you can catch problems before they become expensive change orders.

But even with planning, construction throws curveballs. In Houston, furniture arrived a week early through a delivery miscommunication. Instead of panicking, the team phased the installation: five offices first, then the conference center, then the remaining spaces.

Walking into each new building means dealing with new engineers and property management teams. �鶹��Ƶ is often the first point of contact, which means rolling with whatever comes along and representing the partnership well from day one. The constant across all nine projects is simple: pay attention to the details. What flexes is everything else.

�鶹��Ƶ Insight: Our partnership thrives on a foundation of trust, transparency and consistency. We’ve built success together by learning from each previous project and applying those lessons to the next, making every new engagement more streamlined and successful. Ultimately, our success comes from treating the relationship as a true partnership, not just a project.” – , General Manager, VP, San Francisco

This piece is a part of our larger In Good Company Newsletter. To have new additions delivered directly to your inbox, subscribe .

In Good Company: Discover how collaboration drives construction success. Stories, strategies and insights from projects nationwide.

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High-end retail construction isn’t just about craftsmanship; it’s about precision, speed and building trust over the long term. Our partnership with and their owner’s rep, , is a strong example of how those elements come together. What began as a single store has grown into a nationwide collaboration, each project shaped by trust, alignment and a shared commitment to quality.

In 2025 alone, �鶹��Ƶ is building six Tecovas stores across the country. From our first project with them in Pittsburgh, to the flagship in New York City and new locations in Minnesota, Illinois and Tennessee, our teams are delivering the same consistency in very different markets. To manage that scale, three �鶹��Ƶ teams are leading the work based on geography, a clear reflection of how we go where our clients need, while still providing local expertise.

In navigating retail construction, executing the client’s desired final product is everything. With each Tecovas store, details like custom feature bars, cowhide textile walls and intricate millwork must be delivered to exact specifications while keeping projects on schedule, since an opening date is often directly tied to brand revenue and customer anticipation. Retailers value construction partners who not only learn their standards and practices but can deliver complex build-outs quickly and consistently across markets.

One of the keys to that consistency is Tecovas’ approach to the millwork scope of their projects. Instead of relying on a local vendor for each location, they bring the same millworker to every project. That team knows the brand inside and out, traveling across the country to fabricate and install. It is an uncommon model in retail construction, but one that ensures every store feels unmistakably Tecovas. Our teams have enjoyed working alongside them, and the shared expertise shows up in every detail.

Partner Insight: “�鶹��Ƶ’s attention to detail, responsiveness, and consistent delivery across markets has made them an invaluable partner in this rollout,” said Lindsay Coleman, Senior Development Manager at Generis Collective. “Our shared values and collaborative mindset have allowed us to move quickly without compromising quality, and that’s critical when you’re building a brand like Tecovas.”

Most recently, that collaboration came to life at the ribbon cutting of Tecovas’ SoHo flagship. The store blends signature craftsmanship with the energy of New York City, guided by Generis’ client-first leadership and �鶹��Ƶ’s local project expertise.

Every Tecovas project reinforces the heart of In Good Company: when clients, designers, owners’ reps, trade partners and general contractors are aligned, the results speak for themselves. Together we build more than stores. We build relationships that make every project stronger.

�鶹��Ƶ Insight: “This program is a great example of what’s possible when alignment is prioritized from the start,” said Stephen Trainor, Senior Project Manager and Team Lead at �鶹��Ƶ.  That’s what ‘In pursuit of your perfect project’ means to us. Working alongside partners who are committed to getting it right, every time.”

This piece is a part of our larger In Good Company Newsletter. To have new additions delivered directly to your inbox, subscribe .

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Complex logistics are typical in hospital settings, with layers of operational, regulatory and safety concerns to navigate. On top of that, routines for patients and clinicians must remain consistent, no matter what type of work is under way. Construction should adapt to the needs and priorities of the hospital, and not the other way around.

To balance technical requirements with people-focused decision-making, healthcare construction leaders should lean on these practical strategies.

Early planning is the biggest contributor to success

To set your project up for success, engage construction experts from the start and long before designs are final. Early collaborative planning is a prerequisite if you want the rest of your project to “work.”

Together, you can:

• Review workflows to prevent disruptions to patient areas
• Plan for possible constraints or risks
• Map clear pathways for construction personnel
• Discuss how to sequence work to minimize operational impacts
• Coordinate logistics and infection prevention measures

This dedication to pre-planning ensures efficient construction activity, avoids assumptions, helps control the project schedule and allows the space to be used sooner.

“We also sit down to ask what a perfect project looks like for our healthcare clients,” explains Derek Lemmon, vice president and healthcare team leader at �鶹��Ƶ. “This helps us make sure everything is as close to perfect as we can get.”

He likes to pair these conversations with 360-degree scans of existing spaces to walk stakeholders through the environment virtually, showing them where changes will be. By talking through impacts and figuring out solutions together, challenges can be anticipated before they cause delays or affect patient care.

Define ‘Disruption-Free’ for everyone involved

If your facility is focused on delivering quality care and ensuring patient satisfaction, then limiting disruptions during construction should be a priority. This begins by defining what “disruption‑free” means to everyone: administrators, clinicians, patients, facilities managers, etc.

For instance, medical teams may assume “disruption-free” means providing care without workflow changes. Meanwhile, facilities managers may expect predictable schedules and no fluctuations in system performance. Aligning on expectations enables team members to make informed tradeoffs and focuses decisions on protecting care delivery.

Put people first at every step

What happens during construction is about people: patients, families, providers and staff. Before any major decision is made, or any action is taken, healthcare construction leaders should ask: “Who will this impact, and how can we minimize disruption for them?” Communication and empathy are the best strategies to anticipate and address those impacts before they become major problems.

While renovating one of four cath labs, along with the control room serving them, Lemmon says his project team knew the three remaining cath labs would be tight on space. The project team met early and often with hospital technicians, surgeons and nurses to explain the new setup and ensure that staff were ready to adjust.

“We wanted to make sure they knew they’d only have five feet to work in instead of 12, and the PC they were used to using wouldn’t be in the same location. We always make a point to look at it from their perspectives,” says Lemmon. “When construction moves in, their jobs may temporarily be more challenging, but we’re here to deliver something better long-term.”

Sequencing should prioritize infection prevention

Careful sequencing is another critical best practice. By mapping out each step of the project in advance, you can maintain hospital operations while keeping patients and staff safe. Otherwise, unplanned changes and rushed transitions can cause breakdowns or compromise care.

“Right now, we’re renovating an OR that required moving an existing storage space,” explains Lemmon. “Before we touched the OR, we built a new storage space — that’s what we call ‘enabling work’— so the surgical team could keep working without losing access to supplies and equipment.”

To minimize disruption during the project, construction is happening overnight — even though it adds complexity. “If we uncover issues at night, we have to wait until the day shift can review and resolve them before we can keep going,” he explains. “That may be a slower, more tedious process, but it’s necessary to protect the space and keep hospital operations running.”

At every step, sequencing should prioritize infection prevention. This means not only ensuring proper training for the contractors on your site but also communicating operational changes to the staff who will be affected. For example, when temporary layouts or safety protocols dictate that clinicians have to store supplies or move through spaces differently, that must be clearly defined to prevent new risks from emerging. Failing to do so can lead to unintended consequences, such as staff storing sterile supplies in non-sterile environments because didn’t understand new workflow requirements.

Build without disrupting care

In active healthcare settings, construction success comes down to protecting people, workflows and safety.

Start early, define “disruption‑free” for every stakeholder, communicate openly and sequence work with infection prevention at the forefront. When owners, clinical teams and construction companies plan together from the start, projects stay on track, risks drop and patient care continues without compromise.

This article was produced in collaboration between �鶹��Ƶ and .

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This Men’s Mental Health Awareness Month, we’re shining a light on a challenge that affects our workforce in deeply personal ways.

According to the CDC, 1 in 4 construction workers report mental health concerns, and the suicide rate in our industry is nearly four times higher than the national average. These are more than just statistics—they’re lives, families and teammates impacted across job sites nationwide.

Compounding this crisis is the fact that men are nearly four times more likely to die by suicide than women, per the American Foundation for Suicide Prevention. Yet in a Cleveland Clinic survey, nearly half of men (49%) said they had felt more depressed than they admitted to friends or family. The reasons? Fear of judgment, stigma around asking for help, and a long-standing cultural expectation to “tough it out.”

But here’s the truth: Real strength is speaking up. Real strength is checking in. Real strength is knowing you’re not alone.

At �鶹��Ƶ, we’re not mental health professionals. But we are a company made up of people who care about one another, on and off the job site.

We believe:

• It’s okay to talk openly about mental health.
• A simple check-in can mean everything.
• Everyone deserves to feel safe, supported, and heard.
• Using your resources isn’t weakness, it’s wisdom.

If you or someone you know is struggling, help is available. Here are a few resources worth sharing:

• National Suicide & Crisis Lifeline: Dial 988
• Construction Industry Alliance for Suicide Prevention (CIASP):
• Crisis Text Line: Text HELLO to 741741
• Employee Assistance Programs (EAPs): Available through many employers, including �鶹��Ƶ.

Mental health isn’t just a personal issue, it’s a safety issue, a culture issue  and an industry issue. By breaking the silence, we start to break the stigma.

Let’s keep looking out for our crews, not just on the job, but in life.

Sources:

• CDC, 2020: Mental Health in the Construction Industry
• CDC/NIOSH, 2024: Suicide Rates by Major Occupational Group
• American Foundation for Suicide Prevention: afsp.org
• Cleveland Clinic, 2022: Men’s Mental Health Survey

The post Silence Isn’t Strength: Confronting Mental Health in Construction appeared first on �鶹��Ƶ.

“These clients trusted us — they didn’t want to find somebody new to work with in these markets. They wanted us to travel with them, which inspired us to expand into more cities and create new opportunities for our employees,” �鶹��Ƶ Managing Director and Chief Financial Officer Tom Nickele said.

Today, �鶹��Ƶ has offices in Chicago, Dallas, Los Angeles, New York, Phoenix, San Francisco and Washington, D.C. Its people travel throughout the country to assist clients wherever they need them. This flexibility has been key to the company’s evolution — and so has its commitment to its team.

“We’ve got great employees, and when you have a good team, it makes work more enjoyable for everyone, from the employees to the vendors and trade partners, and ultimately, to our clients,” Vice President of Human Resources Lisa De Lor said.

That employee-first mindset is embedded in �鶹��Ƶ’s structure. The company is 100% employee-owned — a decision made when founder Mike �鶹��Ƶ began planning for retirement and wanted to ensure that ownership would stay with the people who helped build the company and maintain the culture.

“It’s created retirement savings and wealth for employees, and it’s also helped them focus on the long term,” Nickele said. “Other businesses may be looking for an exit strategy or to sell down the line, but our strategy is to be around for the long haul and be a part of our employees’ retirement plan.”

�鶹��Ƶ also backs its people with a wide range of benefits, including 100% coverage of health benefit premiums since Day 1, 75% reimbursement for gym memberships and mental health apps, a 401(k) and Roth individual retirement account match, and education assistance through tuition reimbursements and student loan contributions.

“Recently, we introduced a 529 contribution plan, so similar to the student loan plan, we’re going to contribute money towards our employees’ children and their children’s children’s student loans to ensure they get the education they want,” De Lor said.

The company’s project work has also evolved. In recent years, �鶹��Ƶ has seen significant growth in data center construction, a reflection of the rising demand for artificial intelligence infrastructure and cloud services. It continues to serve a wide range of sectors, including tenant interiors, healthcare, aviation, life sciences and retail.

Nickele said that as the company has grown, maintaining consistency has remained a priority.

“There may be no perfect project, but there is an effort and attitude that needs to be maintained in pursuit of that perfect project,” he said. “We’re committed to that pursuit as a company.”

As �鶹��Ƶ looks to the future, talent development is top of mind, especially as the industry sees more skilled professionals retiring.

“We’re seeing more skilled and experienced people retiring, and we don’t have enough of a pipeline to backfill those roles,” De Lor said. “In response, we’re looking at new hiring pools to actively pursue candidates who may not have a traditional education or experience in construction and engineering.”

That includes partnerships with , which provides training and experience to service members, veterans, military spouses and caregivers; , which offers construction job training to diverse populations in Chicago; and the , which introduces high school students to the design and construction industries.

When recruiting, �鶹��Ƶ places more emphasis on mindset than pedigree.

“We look for people who are adaptable, good problem-solvers with a strong work ethic who approach each interaction with curiosity,” De Lor said. “Technical skills can be taught as long as someone has the drive and ambition to learn.”

Mentorship plays a central role in onboarding and development, with mentors and mentees encouraged to learn from one another.

“We believe that teamwork — both on a project site and in the office — streamlines workflows, enhances problem-solving and drives innovation,” De Lor said. “This will ultimately lead to efficient, high-quality project delivery.”

With open roles across all of its markets, �鶹��Ƶ is focused on growing its team — and helping employees grow in return.

“We have paths to the C-suite that come from both sides of the organization,” Nickele said. “Our COO, Ben Walker, spent his career in the field until he came into the corporate office, and Dave Hall, our CEO, was a project manager. We excel in bringing people over to a new side of the company that they may have never considered before.”

This article was produced in collaboration between �鶹��Ƶ and

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